The Lost Generation
ADHD in women manifests differently, often later, and can be damn near imperceptible.
There’s a character named Penelope in Brothers Bloom that collects hobbies. “I see someone doing something I like, and I get books and learn how to do it,” Penelope boasts whimsically. My saintly parents entertained this quality in me for years, my young curious brain jumping from hobby to hobby, unable to commit — drum lessons, wood carving, poetry club, dance lessons, acting classes, photography, kayaking, science camp, sign language, illustration — they dutifully indulged my every whim until the next shiny thing caught my eye and I was off again.
I know now, in my twenty-eighth year, that this is how my ADHD manifested; a total inability to focus on the thing in front of me, whether it be a musical instrument, the lesson on the board, or later, my Master’s thesis. It’s the product of an under-stimulated brain, one that is deprived of dopamine, serotonin, and/or other neurotransmitters that the brain needs for the safe passage of a thought from one neuron to another. [READ]
Towards a neuroscience-based understanding of future-facing organizational culture
Providing its goal is continued existence, every organization has a stake in the future. The very notion of sustainability is rooted in the desire to exist in the future, to endure shifts in values, behaviours, and needs of our society. The human brain is inherently predictive, but there are several human factors that prevent us from considering the future.
Strategic foresight is an organization’s realization of their preferred future, and their capacity to imagine, invent, and align their business goals with this vision. But for many, institutional dynamics stimulate a myopia that makes imaging and realizing a preferred vision of the future a near impossible task. This work argues that the brain’s temporal wayfinding networks play a significant role in strategic myopia, and that there are several neurological interventions that organizations need to consider to nurture future-facing culture. It explores the relationship between strategic foresight and organizational culture and uses neuroscience to better understand the human factors of futuring. And using foresight maturity principles developed by Terry Grim and René Rohrbeck, it will outline key areas from which organizations can learn to build culture that gazes into the future. [READ]